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Manager of Peoples, Culture and Capacity Full Time NEW
The Manager of Peoples, Culture, and Capacity (Manager of PCC) is a strategic role that focuses on shaping a positive and productive work environment by managing the employee life cycle, developing the organizational culture, and ensuring the organization has the necessary talent and resources to meet its goals. This position goes beyond the traditional HR by emphasizing the employee experience and the company’s cultural health. Responsibilities include talent development, engagement, DEI initiatives, and operational HR tasks like recruitment and onboarding.
In addition, the position supports the growth and development of programs through advancing the work of the program team leads by providing supportive management to support their day-to-day management of staff. The Manager of PCC works in collaboration with the Executive Director to support the guidelines, policies, mission and mandate of the organization and working on organizational initiatives. The position supports the operational needs of the organization through ongoing assessment, regular maintenance and addressing emergencies.
The focus of the Manager of PCC is to conduct a more holistic, strategic approach to working with employees that centers on shaping the overall employee experience and culture. The role is proactive, focused on designing and shaping the work environment to ensure the organization flourishes to avoid reactions to issues as they arise through proactive and preventative measures. The Manager of PCC supports streamlined, high-impact strategies to leverage personal connections and adaptable processes.
AREA ONE: Strategic Planning & Prevention
• Talent Forecasting: Addressing ongoing hiring approaches which anticipate future skill needs based on forecasting and planning for high-quality recruitment and skill-building efforts.
• Succession Planning: Proactively identifying critical roles and potential internal candidates by developing simple, documented plans for key positions to ensure smooth transitions if there is an unexpected exit from a position.
• Risk Management: Conduct regular, informal “pulse checks” on employee well-being and potential conflict areas. Address small issues (e.g., workload imbalance, communication breakdowns) before they escalate into major problems.
AREA TWO: Culture & Engagement
• Intentional Culture Building: Clearly defining and communicating the organization’s core values. Proactively weaving these values into everyday practices, from hiring questions to meeting agendas, ensuring they are living principles.
• Two-Way Feedback Loops: Implement simple, confidential mechanisms (e.g., anonymous suggestion box, a recurring “stay” interview process) for staff to voice concerns or ideas. Acknowledging and acting on this feedback quickly to build trust and prevent disengagement.
• Recognition and Appreciation: Fostering a continuous culture of appreciation. Encouraging peer-to-peer recognition and celebrate small wins regularly in a resource limited environment.
AREA THREE: Capacity Building & Development
• Leverage Internal Talent: Mapping the existing skills and passions of current staff and volunteers. Proactively connecting people with projects that align with their strengths and development goals, even outside their core job description.
• Streamlined Learning and Development: Leverage free or low-cost resources, peer mentorship, and cross-functional training. Focusing on highly relevant skills that offer immediate application and benefit the organization’s mission.
• Efficient Onboarding: Design a clear, values-based onboarding process that integrates new hires into the culture and mission quickly. Conduct a robust onboarding program to significantly increases retention and productivity from day one.
AREA FOUR: Operational Efficiency
• Optimize Core HR Processes: Use available low-cost or free technological tools to automate administrative tasks, freeing up time for more strategic work.
• Clear Documentation: Ensure key policies, procedures, and job descriptions are up-to-date, easily accessible, and simple to understand to reduce confusion, minimize liability, and manage capacity effectively.
• Be a Visible Resource: Spend time with all teams to support an understanding of their daily operational challenges firsthand to proactively identify needs and offer timely support.
A. TEAM BUILDING AND PERFORMANCE MANAGEMENT:
Key Outcomes:
1. Team is developed and enhanced through effective hiring processes
2. The culture of the organization is codeveloped and enhanced by employee contributions
3. The team is guided with integrity and reliable support
Responsibilities:
a) Conduct recruitment for vacant and new positions with prioritization of Indigenous candidates to ensure qualified staff are hired to carry out program activities and outcomes.
b) Engage and lead collaboration of direct teams in the interview process to identify potential candidates who will enhance and fit within the team
c) Engage staff in initiatives which improve the culture and environment of the organization which contribute to feeling heard and valued
d) In consultation with Executive Director conduct all hiring processes of new employees and practicum students including reference checks, job offers and job contracts
e) Conduct onboarding and orientation of new staff, and practicums students
f) Conduct annual TD1s and annual updates of employee documents
g) Onboard and terminate benefits and pensions
h) Conduct monthly supervision meetings, annual employee evaluations and ongoing feedback and performance markers related to building and enhancing employee experience, satisfaction and overall well-being.
i) Develop strategies to support the impact of intergenerational traumas and decrease triggers which may affect performance and create burn out of Indigenous staff
j) Develop and conduct annual workplans to define clear expectations and outcomes
k) Develop and support change management to support staff meeting expectations and outcomes of their position and programs.
l) Oversee talent management throughout the employee lifecycle from recruitment to onboarding, training, development and retention.
m) Maintain personnel files and performance expectations of all staff
n) Identify team professional development and engage training and team building
o) Review policy and procedures and keep record of those that cause confusion for ongoing updates.
p) Maintain effective communication throughout the organization on changes, adaptations or improvements to existing processes, procedures, and policies.
q) Conduct all HR processes incompliance with the Employment Standards Act of Alberta
r) Collaborate with Executive Director and Team Leads to support strategic advice on all people-related matters.
s) Develop and implement strategies to build a positive, inclusive, and high-performance culture that aligns with the organization’s vision and values.
B. QUALITY SERVICE DELIVERY
Key Outcomes:
1. Service delivery meets the quality and standards of the organization
2. Effective outcomes are achieved through quality processes and structures
3. Communication is conducted effectively to support clarity and impact
Responsibilities:
a) Coordinate efforts with Team Leads to ensure programs, services and supports are conducted in accordance with the organization’s mission, vision, values, policies, procedures and funding deliverables.
b) Work in conjunction and partnership with the Executive Director to support direction of organizational structures, operations and frameworks.
c) Coordinate the delivery of services amongst different program activities with the Executive Director and Team Leads to increase effectiveness and efficiency.
d) Conduct higher level supervision of programs through case load and file reviews to ensure the quality of work meets the expectations of quality assurances of the organization, the courts and partnerships.
e) Ensure consistent and ongoing communication is conducted with the Executive Director to advance collaborative decision making is conducted with full awareness and details.
C. ORGANIZATION OPERATIONS AND MANAGEMENT:
Key Outcomes:
1. The organization operates effectively and efficiently
2. Organization policies and procedures enhance consistency and prevent liability
3. Operational needs are maintained and addressed to avoid further and unnecessary costs for repairs and replacements.
Responsibilities:
a) Develop and conduct maintenance needs of the organization through regularly planned and scheduled reviews and maintenance cycles.
b) Address maintenance concerns timely and efficiently to prevent further damages or replacement costs.
c) Obtain estimates and quotes for all work for approval with Executive Director
d) Maintain a preferred vendor and supplier list
e) Review contracts and budgets with Executive Director to obtain approval for work conducted
f) Review and address technological needs of the organization to ensure ongoing fluent operations including software, hardware concerns which may affect the capacity of staff outputs.
g) Ensure that city codes are maintained and addressed in conjunction with Executive Director
h) Ensure the organization occupational health and safety requirements are met including training, employee safety committees as well as being aware of updated legislation to ensure organization is meeting the requirements.
i) Conduct WCB complaints in compliance with the legislation
j) Conduct annual planned vacation, approved wellness days and flex time to ensure that operational needs of the organization are continually met and in compliance with organizational policy.
D. PROFESSIONAL DEVELOPMENT:
Key Outcomes:
1. Maximizes skill development.
Responsibilities:
a) Participate actively in orientation, supervision, evaluation, in-service training, and performance developmental programs
b) In conjunction with the Executive Director identify areas of personal strength and weakness.
c) Develop goals and action plans to increase work performance
d) Assume responsibility for contacting Executive Director to receive assistance, advice or to report in the event of an emergency or questionable occurrence
e) Advance communication approaches to maintain ongoing feedback loop with Executive Director to support collaborative decision-making processes.
E. ORGANIZATIONAL RESPONSIBILITIES:
Key Outcomes:
1. The organization is strengthened and energized by the employee’s participation
2. Tasks are completed thoroughly, accurately and in a timely manner
3. Adherence to all agreements, contracts and policies is complete
Responsibilities:
a) Review information and communicate needs to the Executive Director on a regular basis to ensure a clear understanding of expectations
b) Communicate, both orally and in written form, in a clear, concise, grammatically correct and timely manner
c) Present self in a professional manner including comfortable and suitable attire, attitude, punctuality, preparedness and presentation
d) Promote the organization to the community by participating on assigned committees and attending relevant meetings as delegated or required as a part of the position
e) Provide support to all components of services including, but not limited to, consultation, involvement in organization events/fundraising, and assistance to all organization programs and locations.
REPORTING RELATIONSHIPS:
Immediate Supervisor – Executive Director
QUALIFICATIONS
Education:
• Minimum of a bachelor’s degree in a related field or lengthy and proven results in related management.
Professional Experience:
• 3-5 years non-profit management, human resources or organizational management experience
• Capacity to work with technology effectively and efficiently including knowledge of IT systems, databases and shared documents
• Strong knowledge and experience working within an Indigenous framework, worldview and with Indigenous peoples
• Capacity to work within an organization which is focused on restorative justice without biases or negative preconceived notions around criminalization.
• Works from a “power within approach” in leadership and team building
• Effective communicator accustomed to working in a team environment
• Prior Case Management Experience
Assets:
• Indigenous with a traditional and cultural background
• Effective and strong ties within Indigenous communit(ies) both urban and nation.
• Experience working in the criminal justice system